1. Towards Implementation of New Maintenance Program
(An Approach to Use of IT for Maintenance) |
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Miyuki NAGAMINE (Shikoku Electric Power Co, INC.) |
| 2. Approach to Maintenance Optimization
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-Maintenance optimization is part of the “Innovation of Maintenance Management” initiative. Related activities include: |
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To put RCM and CBM technologies on a firm footing; |
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To streamline individual jobs through the TPM activity, including to shorten planned outage duration; |
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To build new maintenance processes for integrally managing MA activities and introduce EAM as the tool to use. |
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-The aim is: |
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“To maximize plant performance” , while |
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“Ensuring continued safe and stable operation of the Ikata Power Station"
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| 3. Construction of New Maintenance Processes |
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-Designed new maintenance processes for the maintenance management at the Ikata NPS, using the SNPM (Standard Nuclear Performance Model used in the U.S.) as a guide. |
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-Performed Fit & Gap analysis comparing the new maintenance processes with the standard functions of the EAM package software, to determine the scope of functions to be developed (system design). |
| 4. New Maintenance Processes and the Role of Shikoku EPCO and Its Subsidiaries |
| 5. The Aim of EAM Systems and the Activities Covered |
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-［EAM and Its Peripheral Systems Complementing the EAM］
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-Tools that help make decisions on MA and introduce promptness and transparency into MA activities through integration of information on plant equipment control and maintenance management; the goal is to successfully putting the new business processes into practice.
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| 6. Activities Covered by EAM (Outline) |
| 7. Expected Benefits from EAM Introduction |
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-MA data collected and accumulated can be made “visible” in the form of KPIs (Key Performance Indicators) and properly incorporated in the planning of MA activities. This facilitates continuous improvement through the rotation of PDCA cycle. |
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-Information such as equipment deficiencies can be shared speedily by all the relevant parties, contributing to enhancing transparency. |
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-MA activities can be “visualized” by electronically implementing Plan-Do-Check-Action. This allows us to review the progress of various activities easily and reliably and realize improved maintenance processes. |
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-A huge amount of data related to MA can be processed with no QC-related problems, allowing for swift and reliable application of RCM, CBM, and other MA techniques. |
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-Procurement-related information such as that on materials and other inventory used for MA tasks, purchase orders, and acceptance of deliveries is cross-linked between the EAM and the ERP Systems, enabling integrated management of information on budgeted and actual expenditures. |
| 8. Control of Routine Inspection- An example Screen View from EAM Operation (1): Menu Screen |
| 9. An Example Screen View from EAM Operation (2) A List of MA Tasks Requested |
| 10. An Example Screen View from EAM Operation (3) Approval on MA Request |
| 11. An Example Screen View from EAM Operation (4) Determination of Nonconformity |
| 12. An Example Screen View from EAM Operation (5) Approval on Checking/Inspection |
| 13. An Example Screen View from EAM Operation (6) Inspection Results |
| 14. An Example Screen View from EAM Operation (7) Tasks Identified as Necessary by Inspection |
| 15. An Example Screen View from EAM Operation (8) Evaluation Based on the Checking/Inspection |
| 16. An Example Screen View from EAM Operation (9) Evaluation Based on the Checking/Inspection(Cross-reference to attached drawings and others) |
| 17. An Example Screen View from EAM Operation (10) Continuation to the Succeeding Activities |
| 18. Actions into the Future |
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-The EAM Systems provide a mechanism that allows for continuous improvement of MA activities through the implementation of the PDCA cycle (e.g., facilitates visualization of activities and utilization of accumulated information).
-> By fully utilizing this mechanism, we will pursue improved and optimized MA programs, accumulate knowledge, and share it among all relevant parties, aiming at further innovation in MA. |
| 19. Design Concept of Key Performance Indicators (KPIs) |
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